Planning practices and training Essay Example for Free

Planning practices and training Essay I am going to do my practise sessions for a beginner, who has little experience and very basic skills in trampolining, such as straight bouncing and stopping. By the end of these sessions, they should be able to do a short sequence of simple skills, becoming more confident and fluent in the execution of them. Each sessions length will depend on the time needed to learn and practice a skill. Routine: 1. Tuck jump, 2. 1/2 twist jump, 3. Straddle jump, 4. Full twist, 5. Pike jump 6. Seat drop to feet. Warm up: Pulse raising activities: o 20 straight bounces with correct arm movements on the trampoline, 5 star jumps and 5 leaps, on the floor. o These simple exercises are appropriate for younger children (usually beginners) and as they are easy. o They also use the muscles required in trampolining. (Quadriceps, hamstrings and calf muscles.) Mobility activities: o 10 shoulder shrugs, 10 large circular motions with arms (forwards and backwards) neck movements, elbow and knee flexions and extensions and hip rotations. o These loosen the joints to be used, (shoulders/hips/neck) and help injury prevention. o They are simple. Stretches: o Quadricep stretch, by holding the foot behind the performer and pushing the hips forwards slightly. o Hamstring stretch, by bending one leg at the knee and putting the other leg out straight so that the heel is on the floor. The hands should rest on the bent knee. o Calf stretch, by putting one foot back and parallel but not adjacent to the other foot, and pushing down on the back heel until a slight strain is felt. This warm up should be done before each session and will increase heart rate, so the body is warm. By the end of the sessions, the performer will probably be suppler (more flexible) therefore will have to push the stretches further. Their cardio vascular endurance should increase too. Warm down: o 10 straight bounces and walking around the trampoline 2 times to decrease the HR and rid of any lactic acid. Gentle stretching will increase flexibility. Session 1: Aim-Learn and practice shapes. Tuck, straddle and pike jumps. (Duration-1 hour) Warm up. Start by showing a demonstration of each skill separately. Teach and do a broken down run through of each slowly and finally re-demonstrate the skill. Tuck jump-At the top of the bounce, the knees are bought up t the chest and the hands to the shins. Push the legs back down afterwards, and stop. Straddle jump-At the top of the bounce bring both legs out to the side and to the front, so an angle above about 100`dergees is formed. Touch between the knees and the feet, anywhere on the shins. Bring legs back together, down and stop. Pike jump- Involves bringing both legs out straight in front of. Ideally, the angle between the trunk and the legs should be 90à ¯Ã‚ ¿Ã‚ ½. The legs should be squeezed together, straight, with pointed toes, and the hands should touch the tops of the legs anywhere between the knees and toes (although the nearer the toes the better it is.) These should be learnt in about 40 minutes on a class of 5-8 performers. Practicing of the skills should take place for 20 minutes, so the performers can learn the feel and begin to improve their feel of the skill-specificity. Warm down. Session 2: Aim-Practice and develop tuck, straddle and pike jumps. Learn and develop 1/2 and full twists. (Duration-1hour, 15 minutes) Warm up. Start by practicing the skills from session 1. Do these, correct and improve for 15 minutes. Show a demonstration of and 1/2 twist, to introduce variation. Explain and teach it: To twist, the performer should stretch out of the trampoline and twist with the arms above the head. Look for the mats as reference points. Practice 1/2 twists for 25 minutes. Show a demonstration of a full twist, to introduce variation. Explain and teach it: To twist, the performer should stretch out of the trampoline and twist with the arms above the head. Look for the mats as reference points. Practice full twists for 30 minutes. These are more demanding. Control and tension are required for good twists. This will overload the performer with information with this session, but a lot will need to be practiced. Warm down. Session 3: Aim-Practice shapes in a sequence, e.g. 3 tuck jumps, 3 straddle jumps then 3 pike jumps. Practice twists. Start to integrate twists on the end of skills, to introduce variation. (Duration-1hour, 10 minutes) Warm up. Practice skills separately from session 1 to refine the skill, for 10 minutes. Practice twists for 20 minutes, to build confidence in the performer and to improve the skills. This will help the performer consolidate knowledge and progress. Do each of the shaped bounces with a 1/2 twist before. Do the skill again with a 1/2 twist after. Practice these for 40 minutes. This is using overload methods to teach here. Each performer will find this tricky at first but will get to an appreciation of the joint skills and will probably be able to do them by the end of the session. Session 4: Aim- To introduce the seat drop skill to the performers and practice the shaped bounces with full twists and 1/2 twists before and after each skill. (Duration-1 hour, 10 minutes.) Warm up. Practice full and 1/2 twists so the performer is confident with them. 10 minutes. Practice each shaped bounce with a 1/2 twist before and after, then with a full before and after the skill. Do this for 30 minutes. Demonstrate, explain and teach the seat drop. This move sounds easy, but it is more difficult to do well. For a good seat drop, the performer should stretch to the top of the jump pushing the hips forward slightly at the same time. On the way down, pointing the toes towards the mat will allow the performer to land sitting on the trampoline. The correct position is with the legs together, leaning slightly backwards with the hand just behind, and to the side of, the bottom. Fingers should point the same way as the toes. Integrating moves into/out of seat drops introduces variation. Practice and get familiar with the seat drop position and practice from standing and with a small bounce beforehand for 30 minutes. Getting more confident. Warm down. Session 5: Aim Improve seat drops and run through routine in two stages, then as a whole. (duration-1 hour,15 minutes) Practice shaped bounces with 1/2 and full twists before and after for 10 minutes to refine the skills together as one. Do specific skills then practice as a whole. Re-talk through and demonstrate seat drops, as these are a more difficult skill. Practice seat drop position, seat drops from standing and seat drops with a small bounce before, for 20 minutes. Go through skills 1-3 of the routine until they run smoothly together and practice. Approximately 10 minutes. Go through skills 4-6 of the routine until they run smoothly together and practice. Approximately 15 minutes because the seat drop adds difficulty. Run through the whole routine until it runs quite smoothly. About 20 minutes. The performer should have shown progression through the last five sessions, and can now apply them fully to a routine. Warm down. Session 6: Aim- to refine the routine as a whole. (Duration- 1 hour, 10 minutes.) Warm up. Practice seat drops with height for 15 minutes. Go through the whole routine, spotting any difficulties and practice the difficulties, i.e. skills 3-5 could be hard to do. Do this until the performer is comfortable with the difficulties, for up to 30 minutes. Practice the whole routine through for 20 minutes.

Corporate Marketing Philosophies: Pros and Cons

Corporate Marketing Philosophies: Pros and Cons 1.1 Introduction This essay will critically discuss the philosophies and pros cons of corporate marketing making references to the work of Balmer and Geyser. The essay will also examine the historiography or the phases through which the corporate marketing has passed through over the few decades. Before understanding the concept of corporate marketing, we should first try and understand the reasons for the evolution of the term corporate marketing. According to Balmer 1998, corporate image is interpreted in numerous ways by different writers. The concept has negative association and the literature work in the field has shown that the image association can be perceived differently by groups of stakeholder. The concept of corporate image management has been challenged by many writers and many literary works suggest that the stakeholders are not always important for the organization. The other concept corporate branding is useful but many companies have failed to develop a corporate brand. Therefore the term is ruled out. Visual graphics has been given more emphasis in corporate identity making it a debatable topic. Thus these concepts can be considered as the building blocks of corporate marketing which can be the umbrella title for this era. 1.2 Understanding Corporate Marketing The term corporate denotes that the area of concern is strategy. Its importance is that the CEO and the board of directors are familiar with the strategies within the organization. The basic principle of the term marketing has been the diverse perspectives. The term marketing has been related with corporate earlier also and few related concepts have already been accepted widely for example IMC, green marketing etc. So what is the difference between Marketing and Corporate marketing? The profitable exchange relationship will remain one of the main features of corporate marketing but the emphasis will be on multiple exchange relationship and the corporation will be less concerned with the ownership; they will see themselves as a part of a network. (Balmer and Greyser, Epilogue, Revealing the corporation, pg348 to 350). So to put it in a nutshell, Corporate Marketing is a group of corporation which has a single corporate ethos, aim and values (philosophy) that binds the company and its image, branding, reputation, identity, communication, customers and stakeholders. 1.3 Pros and cons of corporate marketing The works in the field of corporate marketing can provide meaningful insight to thinking on the larger corporate-level area. The area of concern is strategic therefore it importance is such that the CEO and directors are familiar with the scope and significance on a regular basis. Communication, image, reputation, and branding are key concepts within the marketing domain, although marketing scholars and practitioners frequently incorporate others, such as identity but these concepts are conceived in context of the product or brand rather than the corporation but corporate marketing will help to view all the above concepts as one. The term corporate marketing is not a new term. Kotler and Levy (1969) had recommended that the marketing concept should be broadened so as to cover any organisation and that it should be able to be applied to all areas of business and not just product-dominated organizations. The corporate marketing is a very wide term so it is not possible for a head of a department to handle it. It requires a senior board position such as Deputy chief executive. The person should be highly qualified with the knowledge in the fields like planning, organizational behavior and communications etc. The area is also too wide to be covered in a single degree course and the area will require inputs from non- management courses such as philosophy. Finally, the consultancies are still not familiar with new insights in corporate identity. They occupied in producing systems of visual identifications for organizations. (Balmer and Greyser, Epilogue, Revealing the corporation, pg348 to 350) (Balmer, Journal of Marketing Management, pp. 963-996(34)) 1.4 Historiography of corporate marketing According to Balmer and Greyser the corporate marketing have passed through several eras before reaching the present though the focus has always been the customers as correctly said by Frank Taussig, a former President of the American Economic Association stated back in 1912 that, We must accept the consumer as the final judge (The Economist, 2006). 1950-1970- Corporate Imaging There was more stress on the concept of corporate image in the period of 1950 to1970. Corporate image is the consumer perception of the corporate entity behind a brand. In a few cases, the corporate entity is known and the image has a positive influence on brand sales, such as Apple. In other cases, the corporate image acquires negative connotations such as BP did following the oil spill in Gulf of Mexico. According to Balmer (1998), there are three paradigms to corporate imaging. These are Psychological Paradigm- Use of symbolic relation eg logos (Bromley, 1993; Grunig, 1993). Graphic Design Paradigm- Use of visual graphics for companies philosophies, values etc to make it fashionable. (Balmer 1995). Marketing and Public Relation Paradigm- An understanding of the experiences, beliefs, feelings about and knowledge of an organisation, as held by an individual, group, or groups (Bernstein, 1984, cited in Balmer 1998) (Balmer, Journal of Marketing Management, pp. 963-996(34) 1970-1980: -Era of Corporate Identity and Corporate Personality Corporate Personality can be defined as the view and opinion of the personnel within the organisation. By this time it was imperative for the companies to understand that the most their own staff were an important part of the organisation. The companies understood that it was necessary to train their staff and make sure that they were in line with the companys philosophy, mission and values. The concept of corporate identity is still debatable. According to Balmer (1998), there are groups which consider the Latin meaning of the word identity i.e. same and connect it to logos, images and visual branding. Whereas there are other groups which use the word identity when referring to the distinct attributes of an organisation, i.e. what it is. Balmer 1995, cited in balmer 1998. There are few instances when the corporate identity, image and reputation are not in synchronization with each other this usually happens due to bad corporate communication. Therefore the companies need to have a good corporate image in the eyes of the stakeholders and a favorable corporate reputation. According to Balmer and Greyser (revealing the corporation Pg 42), Identity can be regarded as Triquadri Orbis. Visual identification Staff identification Distinct attributes of the organisation (who are we, what are we). Mid-1980s-mid-1990s This era was the dawn of corporate communication and corporate reputation. Corporate reputation A corporate reputation is a set of attributes ascribed to a firm inferred from a firms past actions. (Weigelt and Camerer (1988 pI), cited in Balmer 1998) Fombrun and Van Riel (1997) have identified six distinct academic literatures in relation to Corporate Reputation. This is shown in Figure 2. Discipline Categorization of Reputation Economics Reputation viewed as traits or signals. Perception held of the organisation by an organisations external stakeholders. Marketing Viewed from the customer or end-users perspective and concentrates on the manner in which reputations are formed. Organisational Behaviour Viewed as the sense-making experiences of employees or the perception of the organisation held by an organisations internal stakeholders. Accountancy Reputation seen as an intangible asset and one that can or should be given financial worth. Sociology Viewed as an aggregate assessment of a firms performance relative to expectation and norms in an institutional context Strategy Reputation viewed as assets and mobility barriers. Figure 2. Categorization of Corporate Reputation According to Various Literatures Source: Balmer 1998, cited in Fombrun and Van Riel (1997). Figure 3 Defining corporate reputation (Manto Gotsi, Alan M. Wilson, (2001) Corporate reputation: seeking a definition, Corporate Communications: An International Journal, Vol. 6 Iss: 1, pp.24 30) Thus corporate reputation is the perception that is build up over the period of time considering the past action of the company. Since Fombrun research, lot of studies has been done on corporate reputation which is been greatly helpful in expanding the knowledge on this concept. Corporate communication In the mid 1990s companies realized that the corporate communication strategies are not only useful from customers point of view, but it is also very important from shareholders perspective. According to Balmer (2009), the Dutch scholar Van Riel (1995) argues that there are three stands of communication; management communication (employee focus), marketing communication (customer focus) and organizational communication (stakeholder focus). The work of Stephen Greyser, Harvard Business School Professor, has been the greatly acknowledged in the field of corporate communication. He even started a course in corporate communication in Harvard Business School. Mid 1990s till Present Corporate Branding and the dawn of corporate marketing Corporate Brand is the covenant or a promise between an organization and the stakeholders or the customers. It conveys what the company can deliver in terms of product, or customer experience. It can be aspirational, for example, apple promises innovation and quality to the customers. To get a better picture let us try to understand corporate brand covenant. It is a promise or a pledge made by business organisations to stakeholders. These promises, no matter how minute they may be, are binding upon business organisations and they are seen as the parameter upon which corporate brand performance is measured. The notion of promise can be stated in four stages: God/firm Level God has a personality so does a firm. A firm presents themselves like a god who knows everything within their business area. Message Level- Gods presents its covenant to man in the form of a message which is irreversible. The firm also conveys its personality or identity to the stakeholders through corporate communication which is in a way a promise to the stakeholder to remain in the business. The man/stakeholder level and reputation levels- The gods covenant is interpreted by man which then develops the reputation of God. Similarly the corporate personality conveyed by the firm is interpreted by the people concerned with the organisation which then develops positive or negative reputation. Source: Olutayo Otubanjo, Temi Abimbola, Olusanmi Amujo, (2010) Conceptualising the notion of corporate brand covenant, Journal of Product Brand Management, pp.410 422 Figure 4: comparison of biblical and marketing notion of covenant Source: Olutayo Otubanjo, Temi Abimbola, Olusanmi Amujo, (2010) Conceptualising the notion of corporate brand covenant, Journal of Product Brand Management, Vol. 19 Iss: 6, pp.410 422 According to Balmer (1998), several distinct concepts have evolved since 1950: perception of the company by external environment, visual identification and symbolic relationship between the company and the people, corporate personality and identity, how it is perceived by the stakeholders and corporate branding. Corporate branding is closely linked to marketing and the various aspects of the business therefore this theory could lead to the advent of corporate marketing. 1.5 Conclusion Till date the concept corporate identity and corporate marketing has been vague but it is very clear that though there has been emphasis on different concepts in different phases, the organization needs to understand that the key to good image and reputation is through corporate identity. It is possible that corporate identity will evolve into a broader term called corporate marketing which will encompass the various management concepts used till date. Corporate marketing will be an organization wide philosophy which would keep in mind that the stakeholders are as important as the customers. It is like a super term wherein the key management concepts like corporate -identity, branding, communication and reputation are combined together to form a single organizational philosophy. Corporate Marketing I future will be applied to the areas where there is a relationship between the organization and the various stakeholders PART (B) 2.1 Introduction In the second part of the essay I will be critically analysing Balmers Marketing Mix and Balmers 6C making reference to his work. It is very clear that marketing is undergoing through paradigms shifts which are evident from ascendancy of the management concepts. The focus on various stakeholders is as important as the customers, therefore Balmer extended the original 4 Ps to 11Ps. The new marketing mix shifts the focus from the product to organisation as a single entity. Balmer then later simplified the 11Ps to 6Cs which can be used by seniors executives to follow the mission of the organisation. 2.2 Balmers Marketing Mix (1998) The original Marketing Mix was given by Borden which was simplified by Mcarthy to 4Ps, which is easier to remember and recall. In 1998, Balmer extended the marketing mix to 10 elements to articulate the new Marketing Mix. He later added an eleventh P so as to take account of corporate brand. Product What the organisation sells or does Perception The reputation held of the organisation Philosophy and Ethos What the organisation stands for, the way it undertakes its work and activities. Price The valuation its brands (corporate, services and product). What it charges for its products and services. 11 Ps of marketing mix People In addition to customers: the organisations internal and external constituencies and communities Place Selling and distribution of products and services.(Franchising, outsourcing, licensing). Promise The expectations associated with the corporate brand and the promise underpinning the corporate brand Performance Quality of products and services. Standards vis a vis issues of governance, ethics and social responsibility Promotion Co-ordinated corporate communications (Corporate advertising, corporate PR, visual identification etc.) Positioning The organisations position relative to its competitors Personality The critical role of personnel vis a vis corporate marketing activities. Figure 1: The 11 Ps of Corporate Marketing Mix Explanation (Balmer 1998) Source:- Balmer and Greyser, Epilogue, revealing the corporation, pg 348-355 2.3 Merits and Demerits of Corporate Marketing Mix The focus of 4Ps been in terms of products and services rather than corporation. Balmers 11Ps can be orchestrated to underpin the new gestalt of organisations. The 11Ps are not only profit orientated but also focuses on the survival of the business. One of the major component of corporate marketing is coordinated organisational activities therefore the corporate marketing mix helps to understand the present needs and wants of the stakeholders The corporate marketing mix also tries to balance the current shareholders demands and the societal needs with those of the future. Since the Marketing mix are extended to 11Ps, the communications mix will need to be extended in order to encompass the many stakeholder groups which are of importance to organisations, as well as taking into account the numerous channels of communication. Corporate Marketing Mix given by Balmer has the similar problem as Bordons marketing Mix; it had the difficulty of remembering and recalling. Therefore Balmer simplified the mix to Balmers 6C. (Comprehending Corporate Marketing and the Corporate Marketing Mix J.M.T. Balmer Working Paper No 06/08 March 2006 and Revealing the corporation), (Balmer and Greyser, revealing the corporation, pg 349-355). 2.4 The Six Dimensions of the revised Corporate Marketing Mix The 6Cs CHARACTER Corporate Identity: What we are It is the factors that differentiate or one entity from another. The distinct feature can be tangible and intangible such as corporate ownership and structure, corporate philosophy and corporate history CULTURE Corporate Culture: what we feel we are It is the views of the staff about the organisation.. These beliefs are derived from the values, beliefs, and assumptions about the organisation and its historical roots and heritage. CONSTITUENCIES Corporate Governance: Whom we seek to serve The philosophy of corporate-marketing depends on the needs and wants of the stakeholders such as employees, investors, local community etc) because without their support it will be difficult for the organisation to exist. CONCEPTUALISATION Corporate Image and Corporate Reputation: How are we seen? It is the perceptions of the corporate brand held by customers and other key stakeholder groups. COMMUNICATION Corporate Communications: What we say we are Corporate communications is the controlled message from the organisation to the customers and the stakeholders. COVENANT Corporate Brand: What is promised and expected A corporate brand is like a contract, which can be compared to a covenant holder groups often have a religious-like loyalty to the corporate brand. Failure to acknowledge the contract could lead to bad reputation and identity. 2.5 Merits and Demerits of Balmers 6C. Balmers 6c is the revised version of rather than a mix collected together for a department. The importance components of the six dimensions Balmers 11Ps so it easier to remember and recollect. It is a organisation wide philosophy are cleared by the questions underpinned with each element. It provides the senior executives key elements that inform corporate marketing paradigms. However the dimensions are aligned symmetrically, therefore the relationship of each element should be taken in a broader aspect. The senior executive should not follow the same structure of the elements as it is not attainable. They should view the dimensions in a broader perspective and a dynamic alignment because identities are always in the making. A rigid alignment of the elements could be hazardous. (Corporate marketing: apocalypse, advent and epiphany, J. Balmer, pg 544-572) (Comprehending Corporate Marketing and the Corporate Marketing Mix J. Balmer Working Paper No 06/08 March 2006) 2.6 Comparison of Balmers Marketing Mix and Balmers 6C 6C is basically the shortened version of marketing mix. Balmer revised is so that it will be easier to remember and recall. Philosophy (what company stands), Product (what company does), Price (what it charges for the products), Place (distribution), Performance (quality) and Personality (organisations position relative to its competitors) from Balmers marketing mix is combined together to form Character which is one of the Cs. Personality (what the staffs perception about the company) similar to culture Promotion (advertising, pr etc at corporate level) similar to communication People (internal and external communities) similar to constituencies Perceprtion(perception of the stakeholders) similar to conceptualisation Promise (expectation associated with the brand) similar to covenant. 2.7 Conclusion

Bipolar Disorder :: essays research papers

The phenomenon of bipolar affective disorder has been a mystery since the 16th century. History has shown that this affliction can appear in almost anyone. Even the great painter Vincent Van Gogh is believed to have had bipolar disorder. It is clear that in our society many people live with bipolar disorder; however, despite the abundance of people suffering from the it, we are still waiting for definite explanations for the causes and cure. The one fact of which we are painfully aware is that bipolar disorder severely undermines its’ victims ability to obtain and maintain social and occupational success. Because bipolar disorder has such debilitating symptoms, it is imperative that we remain vigilant in the quest for explanations of its causes and treatment.   Ã‚  Ã‚  Ã‚  Ã‚  Affective disorders are characterized by a smorgasbord of symptoms that can be broken into manic and depressive episodes. The depressive episodes are characterized by intense feelings of sadness and despair that can become feelings of hopelessness and helplessness. Some of the symptoms of a depressive episode include anhedonia, disturbances in sleep and appetite, psycomoter retardation, loss of energy, feelings of worthlessness, guilt, difficulty thinking, indecision, and recurrent thoughts of death and suicide. The manic episodes are characterized by elevated or irritable mood, increased energy, decreased need for sleep, poor judgment and insight, and often reckless or irresponsible behavior. Bipolar affective disorder affects approximately one percent of the population (approximately three million people) in the United States. It is presented by both males and females. Bipolar disorder involves episodes of mania and depression. These episodes may alternate with profound depressions characterized by a pervasive sadness, almost inability to move, hopelessness, and disturbances in appetite, sleep, in concentrations and driving.   Ã‚  Ã‚  Ã‚  Ã‚  Bipolar disorder is diagnosed if an episode of mania occurs whether depression has been diagnosed or not. Most commonly, individuals with manic episodes experience a period of depression. Symptoms include elated, expansive, or irritable mood, hyperactivity, pressure of speech, flight of ideas, inflated self esteem, decreased need for sleep, distractibility, and excessive involvement in reckless activities . Rarest symptoms were periods of loss of all interest and retardation or agitation.

Alcohol and its Effects Essay -- Alcoholism Drinking Essays

Alcohol and its Effects Does the brain control all forms of behavior? Is everything we do, say, think and feel a direct output from nothing but the brain? Is it justifiable to think of the brain as interconnected box within box with inputs and outputs? The focus of this paper is on the input alcohol and how the processes generate a certain type of behavior output. This focus of alcohol input and behavior output will demonstrate that indeed brain is and does equal all forms of behavior. When alcohol is inputted into our brain, it induces many forms of typical behavior outputs such as impaired judgement, extreme emotion, and slowed behavior. Long-term effects include damage in cognitive behavior especially associated with the frontal lobes of the brain such as "slowed processing of information, difficulty in learning new material, deficits in abstraction and problem solving, and reduced visuospatial abilities." (1). The reason for this kind of damage in cognitive behavior can be explained the alcohols effect on the brain structure itself. Researchers have found that brains of alcoholics are smaller and have an increased number of brain tissue loss then the comparable nonalcoholic. Known as the premature aging hypothesis, alcohol is stated to "accelerate normal aging" and make the young alcoholics older then they really are. This kind of aging due to alcohol allows the younger non-alcoholics of the same age, faster and quicker in cognitive abilities. (1) So what is the underlying mechanisms of this kind of output behavior? What goes on inside the boxes within boxes that cause actions such as slow cognitive output? These behavioral outputs can be explained from alcohol's effects on the humans' smallest box, the neuron. Wi... ...me reactions going on in our brains. And what are those 'reactions' exactly? I don't know." (5). There are many 'reactions' that occurs in our brain which produce behavior. Alcohol is one example of them. Internet Sources: 1) Alcohol-Related Cognitive Impairments. An Overview of How Alcoholism May Affect the Workings of the Brain http://wilsontxt.hwwilson.com/pdfhtml/04716/N5AQW/ES6.htm" 2)Serotonin's Role in Alcohol's Effects on the Brain http://wilsontxt.hwwilson.com/pdfhtml/04716/N7AQW/6S8.htm" 3) Neurochemical Mechanisms Underlying Alcohol Withdrawal http://wilsontxt.hwwilson.com/pdfhtml/04716/N8AQQ/5SD.htm 4)Media Awareness Project, maintains an extensive Drugnews Index of drug-related news clippings http://www.mapinc.org/drugnews/v99/n910/a02.html 5)Neurobiology and Behavior http://serendip.brynmawr.edu/bb/neur/neuro00/topic1.html

The Quintessential Negative Utopia in George Orwells 1984 Essay

The Quintessential Negative Utopia in George Orwell's 1984 1984 is George Orwell's arguably his most famous novel, and it remains one of the most powerful warnings ever made against the dangers of a totalitarian society. George Orwell was primarily a political novelist as a result of his life experiences. In Spain, Germany, and Russia, Orwell had seen for himself the peril of absolute political authority in an age of advanced technology; he illustrated that peril harshly in 1984. Orwell's book could be considered the most acknowledged in the genre of the negative utopian novel. The mood of the novel aims to portray a pessimistic future. This prospect is to show the worst human society imaginable and to convince readers to avoid any path that might lead toward societal degradation. Orwell's world of post-atomic dictatorship, in which every individual is ceaselessly monitored through the telescreen seemed just possible enough to terrify. When Orwell postulated such a society it was only 35 years into the future that made the horror depicted by the novel seem more relevant and real. While the year 1984 has long since come and gone it is more than obvious that the world Orwell describes has not materialized. But the message of 1984 remains relevant enough to frighten, and accurate enough to feel possible. War is used as a device for political manipulation on television--a concept presented strikingly in the recent film Wag the Dog. The governmental forces have historical records rewritten to match the political ideology of the ruling Party. This is a technique has been used by the Soviet Union and is still all too common in some parts of the world. The warning remains significant: the world has not completely escaped from the dangers Orwell describes. The novel is based on the experiences of Winston Smith, an insignificant member of the ruling Party in London, in the nation of Oceania. Everywhere Winston goes, even his own home, he is watched through telescreens, and everywhere he looks he sees the face of the Party's omniscient leader, a figure known only as Big Brother. The Party controls everything from history to language. The Party is currently forcing the implementation of an invented language called Newspeak, which attempts to prevent political rebellion by eliminating all words related to it. Even thinking rebellious thoughts is illegal. Thoughtcri... ...r reading this novel. Big Brother is the figurehead of a government that has total control. The Big Brother regime uses propaganda and puts fear in its citizens to keep the general population in line. â€Å"Big Brother is watching you†(5) is just one example of many party slogans that puts fear in its citizens. Big Brother uses various ways to catch people guilty of bad thoughts And the term Big Brother is used though out other literature as well as other forms of media and communication. Lesson Ideas 1. The entire class would have to comply with the societal rules that Winston has to. By either having the class have a discussion on how to make everyone completely equal. If one person has glasses they all would have glasses. Etc. 2. Write a paper in Newspeak, or have a class conversation in Newspeak. 3. How would they feel if their entire life was predestined? What if the only was to survive was to conform. 4. What is freedom? What is this type of society born from? If a class of seniors is they involved with government or do they allow it to happen? 5. Might teach Civil disobedience along with this. At least a supplemental reading for a one-day discussion.

Assignment task

When working we must all understand our duty of care. We have a responsibility towards our Service users and must remember we have a duty to respect them, their opinions and treat them with dignity. This Includes working In a way which protects them from harm, danger and abuse whilst acknowledging their choices and preferences. Our Duty of Care affects our role as we have to be familiar with and follow all risk assessments and policies and procedures In place whilst continuing to respect the pollens and decisions of the Service User.For example, you may have a Service seer who refuses to wash and dress when offered assistance which creates a consummately being that we have a Duty of care and the service user has a right to refuse. Sometimes you may be able to gently encourage the Service user to change their mind and they may allow you to assist them, however at times you may need to ask Senior Members of staff to have a gentle word with the Service user as sometimes a different pers on, maybe someone in authority or someone they have known a lot longer and have a rapport with can help.A Service User must know that their rights and opinions are respected. Sometimes if a Service User refuses help or assistance this can be upsetting for the Social Care Worker as they may feel that they have not carried out their Job properly however we need to remember that the Service User has the right to refuse personal care. The Care giving Organization must adhere to the Duty of Care in a setting such as a residential care home.This ensures that the Service Users are protected as well as the staff. This is possible because all codes of practice are carried out and this makes the home a safer environment. This ensures that correct procedures are followed such as, all mandatory training is carried out and up to date, all equipment is regularly checked and chemicals are stored correctly. It Is our Duty as Social Care Workers to ensure that our Service Users are safe.Our Duty of Care contributes to safeguarding our Service Users by ensuring that we am able to understand signs of neglect/abuse – as a Social Care Worker, we have a duty of care to all vulnerable adults and If we should notice any signs/landscapers of abuse or neglect that we report It the relevant third parties to protect the Service User. It Is Important that we understand and that we are able to recognize these signs/ Indicators. These may Include rapid weight loss, this may be due to neglect and malnutrition.We may notice sudden changes In behavior, loss of concentration, disturbed sleep pattern, we may notice pain, bruising and bleeding In the genital area. This may be due to sexual abuse. There are many signs of abuse and It Is our responsibility to safeguard our Service Users at all times. Assignment 304 task a By caddishness towards our Service Users and must remember we have a duty to respect them, their opinions and treat them with dignity. This includes working in a way which protectsOur Duty of Care affects our role as we have to be familiar with and follow all risk assessments and policies and procedures in place whilst continuing to respect the opinions and decisions of the Service User. For example, you may have a Service User who refuses to wash and dress when offered assistance which creates a conflict/dilemma being that we have a Duty of Care and the Service User has a right to refuse. Sometimes you may be able to gently encourage the Service User to need to ask Senior Members of staff to have a gentle word with the Service User as It is our Duty as Social Care Workers to ensure that our Service Users are safe.Our of care to all vulnerable adults and if we should notice any signs/indicators of abuse or neglect that we report it the relevant third parties to protect the Service User. It is important that we understand and that we are able to recognize these signs/ indicators. These may include rapid weight loss, this may be due to neglect and malnu trition. We may notice sudden changes in behavior, loss of concentration, disturbed sleep pattern, we may notice pain, bruising and bleeding in the genital area, this may be due to sexual abuse. There are many signs of abuse and it is our

Case Study in Waste Management of Philippines Essay

Bart Meehan Facilities and Services Division, The Australian National University, Canberra, Australia Keywords Australasia, Environmental management strategy, Universities Abstract Discusses the extent to which environmental management is considered a mainstream business activity within Australian and New Zealand universities. Describes how a survey instrument was used to collect data on environmental programs, their resourcing and control processes, and the level of community involvement in their development and ongoing management. These indicators of mainstreaming are discussed and particular reference is made to the Australian National University (ANU) and its experience with mainstreaming environmental management. The survey data indicate that in the majority of the surveyed institutions, environmental management cannot be considered a mainstream business activity. To aid universities in assessing their progress towards mainstreaming, a conceptual framework is presented and a model of organi sational change is discussed. Introduction In response to the calls for ecologically sustainable development (WCED, 1987) and for leadership in environmental protection (Leal Filho et al., 1996), many universities throughout the world are recognising the need to adopt environmental management systems and to integrate these systems into their business operations. However, in the USA  and Europe, at least, few universities are vigorously pursuing green initiatives (Dahle and Neumayer, 2001). One reason for this may be that environmental management remains a peripheral management issue. This article suggests that if environmental programs are to succeed, they must be mainstreamed into university operations, rather than sidelined as a soft management issue. Read more:  Waste Management in the Philippines This article provides an analysis of environmental management in ten universities surveyed throughout Australia and New Zealand. While much information about environmental management in both US (e.g. HammondCreighton, 1998; Herremans and Allright, 2000), and European (e.g. Delakowitz and Hoffman, 2000; Noeke, 2000; Dahle and Neumayer, 2001) tertiary institutions has been forthcoming, aside from Howard et al.’s (2000) case study of the Charles Sturt University, little information about environmental management at Australian and New Zealand universities is available. Hopefully this contribution will stimulate discussion and interest and encourage further empirical studies on environmental management in Australasian universities. The aim of this investigation is to identify the extent to which environmental management systems are underpinned by business management practice and thus mainstreamed into university management processes. Herremans and Allright (2000) have suggested that the level of financial investment, and the level of senior executive involvement indicate how mainstreamed environmental management programs are within tertiary institutions. While agreeing, we feel that there are other indicators of mainstreaming that demonstrate organisational commitment. These include community involvement, the development of environmental plans and the presence of control processes. This article examines features of each of the environmental programs surveyed, with particular emphasis on the following:  The presence of an environmental management p lan and the level of financial and human resources available. . The control processes that exist (e.g. environmental management systems, audits, reports to management). . The level of campus community involvement in the program. After discussing the surveys, a brief case study of the Australian National University (ANU) will be presented. This is included because of the authors’ familiarity with the issues and not because it necessarily offers an example of best practice. Indeed, if the analysis shows anything, it is that while much has been done to improve environmental performance at the surveyed universities, there is still much more to do. Methodology and survey results The authors developed a simple survey instrument to gather information about the environmental management systems of Australasian universities. An invitation to complete the survey was issued to all universities in Australia and New Zealand via the Australian Universities Environmental Managers Network (AUEMN) and the mailing list of the Australasian Higher Education Facilities Managers Association (AAPPA). Of the 46 possible universities (38 Australian; eight New Zealand), ten complete surveys were received  ± a response rate of 21.7 per cent. The response rate for New Zealand universities (37.5 per cent) was much higher than that of Australian universities (18.4 per cent). The participating universities were: . The University of Western Australia. . The University of Newcastle. . The University of New South Wales. . University of Wollongong. . Royal Melbourne Institute of Technology. The results of the surveys are shown in Tables I, II and III[1]. Table I shows base information about the environmental policy of the participating universities, including whether or not an environmental plan exists and the  level of financial support. Table II contains information about community involvement. Table III contains details of control processes such as reporting and auditing. Not surprisingly, as indicated by Table I, the survey showed that all participating universities had an environmental policy approved at the executive level. All policies where established between 1994 and 1998. Either working groups or formal committees developed the majority of policies; only two policies were established by employees without feedback from a working group or committee. All the policies established by the participating universities make energy conservation, waste management and â€Å"sustainability’’ key aims of the environmental program. Seven policies also make broad references to the teaching and research activities of the universities and the importance of consistency between the principles espoused in teaching and the actions of the corporate university. Only one policy makes a specific reference to â€Å"greening the curriculum’’. Seven respondents indicated that an environmental management plan was developed following the approval of a policy and that these plans are used to operationalise the principles detailed in the policy documents. Of the universities who did not have a formal plan, one stated that a plan was currently being developed, another that they â€Å"work from the policy’’, and yet another that the â€Å"university has an appropriate vision and objective which is driven by a well represented working party’’. One university without a plan also indicated that it was â€Å"becoming increasingly recognised that one would be useful . . . [to bring] various programs together and give them momentum’’. The survey asked respondents to comment on what, if any, management structure and budget had been established to facilitate the implementation of the environmental management program. Six universities stated that they had a formally established environmental management committee overseeing the implementation of the policy; four respondents indicated that there was no committee structure, with one of these respondents noting that the pre-existing management committee had â€Å"ceased meeting in 1998 and has not reconvened’’. The surveys indicated that the facilities management department played a strong role in the implementation of environmental management objectives, in all but one of the participating universities.